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万科放言,未来十年内,将实现净利润100亿元,销售收入1000亿元,市场份额3%。万科2004年的利润为8.78亿元,全年销售回款为97.8亿元,市场份额不到1%。实现预定目标,意味着万科的销售收入和净利润将增长10倍以上。为此,万科进行了颠覆性变革。万科找到了一个学习的标杆;万科进行了一次规模空前的组织机构大调整,万科的发展战略和管理模式也随之改变。这一切,是否意味着万科找到了一条通向10倍增长的路径?
Vanke said in the next ten years, will achieve net profit of 10 billion yuan, sales revenue 100 billion yuan, the market share of 3%. Vanke profit in 2004 was 878 million yuan, the annual sales repayments of 9.78 billion yuan, the market share of less than 1%. To achieve the intended target means that Vanke’s sales revenue and net profit will increase by more than 10 times. To this end, Vanke conducted a disruptive change. Vanke has found a learning benchmark; Vanke conducted an unprecedented large-scale organizational restructuring, Vanke’s development strategy and management model also changed. Does all this mean that Vanke has found a path to 10 times growth?